Author Archives: Margaret Beaton

Experience shapes leadership at every level

Margaret Beaton

Today’s post, Experience shapes leadership at every level, explains why growing as a leader requires on-the-job experiences that become progressively more challenging as you transition from one level to the next. Research – and my coaching work with hundreds of clients – show the most effective way to advance your career is through on-the-job experiences that develop your … [Read More]

 

Controlling your emotions

Margaret Beaton

Controlling your emotions is a critical skill for leaders. How well you control your emotions influences your effectiveness as a leader, your personal wellbeing and the wellbeing of others. This ability is a function of your emotional intelligence (EQ). This post is about how you manage two of the components of EQ: Awareness of your emotions and … [Read More]

 

Personal power through rapport

Margaret Beaton

Does this sound like leaders’ heaven to you? Imagine you are able to negotiate any deal, win arguments and influence people to do what you know needs doing. There’s ample evidence this is possible – the tool is rapport. This post is about the nature and power of rapport and how to build and use rapport … [Read More]

 

Strengths overdone become a weakness

Margaret Beaton

While working with an executive coaching client facing a tricky change management situation, I came across Stop Overdoing Your Strengths, a telling HBR article by Bob Kaplan and Rob Kaiser. Kaplan’s and Kaiser’s messages about the dangers of over-doing your strengths as a leader are enduring, powerful truths. And their practical application helped my client see that the more … [Read More]

 

Revitalise your network

Margaret Beaton

As a leader you need to ask yourself three questions about your network and score of your answers out of 5: [1] How important is the quality of your network to accomplishing your goals, [2] How do you rate the quality of your current network, and [3] How smartly do you work to maximise your network … [Read More]

 

Forgiveness

Margaret Beaton

The ability to forgive is an essential competence for any leader who seeks to make a difference. My post elaborates the situations whereforgiveness is warranted, whythe act of forgiveness is a powerful liberating force, and howto learn to forgive.  Great leaders show us that forgiveness creates a climate where bitterness, retaliation and anger are dissipated, enabling individuals, organisations … [Read More]

 

EQ, not IQ, makes a great leader

Margaret Beaton

Emotional intelligence (EQ), not cognitive intelligence (IQ) differentiates good from great leaders. Vision, toughness, intellectual smarts and determination are essential, but not sufficient, to be a great leader. Studies show that businesses that out-perform comparable others have leaders with all of these attributes andsuperior EQ. This post explains while a high IQ and superior technical … [Read More]

 

Smarter networking

Margaret Beaton

Smarter networking extends the well-known maxim “It’s not what you know, it’s who you know”.  While this is certainly sound advice, it’s incomplete. Having 5,000+ connections on LinkedIn may impress some. Did you know there’s even a name for it in some quarters, LinkedIn envy? Being able to name-drop 50+ big corporate hitters as people … [Read More]

 

Richard Branson’s ‘Dear Stranger’ letter

Margaret Beaton

Richard Branson’s ‘Dear Stranger’ letter is a profound piece published on 3 February 2017. I found Dear Stranger on Happiness, a Virgin blog, packed with wise ideas shared by inspiring people. In publishing Dear Stranger on Letting Go. Stepping Up. I acknowledge Richard Branson and the original source, Dear Stranger, a 2015 collection of inspirational, heartfelt letters to an imagined … [Read More]

 

Persuading for results

Margaret Beaton

In today’s enterprises truly effective leaders deliver outcomes by persuading for results. Without the ability to persuade, a leader is hamstrung and cannot realise her or his vision where this requires the collective actions of others – direct reports, peers, superiors, clients, suppliers and other stakeholders. Competence in the art of persuasion enables a leader … [Read More]